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2013年9月30日 星期一

監聽法制 漏洞百出(林鈺雄)推廣到許多管理制度的設計

這篇實在可以推廣到許多管理制度的設計




焦點評論:監聽法制 漏洞百出(林鈺雄)

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監聽風暴擴大,抗議民眾丟鞋砸黃世銘等人的照片。
檢察總長黃世銘在立法院「擠牙膏戰役」一敗塗地之後,監聽風暴越演越烈。但立委諸公磨刀霍霍之際,可能作夢也沒想到,當初的立法敗筆,正是今日濫權監聽的始作俑者。
先 比較一下統計數據。2012年度台灣地方法院總計核發41,237監聽票次(其中包含24,154續監票次),此一數字,比起2011年度成長約略一成。 同性質之監聽票次(亦即不計算國安監聽),2011年度德國法院總計核發21,118監聽票次(其中包含3,089續監票次)。
簡言之,換算回人口比(德國人口約為台灣的4倍),台灣法院核發監聽票次是德國法院的8倍;若以續監票次比較,更高達德國的30倍!以上還未考慮 我國一張票掛多條線(平均掛約3線)的慣行實務,若以實際掛線數來比較,懸殊更為驚人。看來,國力不同,連人民基本權利都會連帶縮水。
可是,我國自從釋字第631號解釋及2007年中《通訊保障及監察法》修法之後,同年底起監聽票核發已經改採法官保留原則,也就是檢察官僅有聲請 權,唯有法院始能准許監聽及續監,特偵組也是以法院依法核票作為護身符。既然我國及德國皆同由法院把關,為何監聽實務統計卻呈現如此天壤之別?我們的監聽 法制出了什麼問題?

淪為檢警橡皮圖章

70 年代,德國也曾犯相同的錯誤,當時,德國《刑事訴訟法》的重大干預處分雖然皆採事前法官保留原則,但實證統計發現,檢警取巧規避或擴權執行的違法亂紀事 件,屢見不鮮。問題在於法官核發令狀(如搜索票、監聽票)之際,由於時間急迫、資訊片面,難以發揮實質的控制效果,反而淪為檢警的橡皮圖章。在我國特偵組 監聽林秀濤檢察官(以關說事證來聲請貪瀆監聽票?)及立院總機(連門號持有人都搞不清楚?)部分,法官照單全收的缺失,同樣暴露無遺。
之後,德國 從立法到實務,改為事前、事後雙管齊下,除了加強事前法官保留的審查密度之外,同時發展全面性的法院事後審查,賦予受干預當事人事後得向法院請求救濟或確 認處分違法的權利。諸如「一案吃到飽」、「小案灌水成大案」、「聲東擊西(偵辦A案件卻聲請B案票)」等事前核票時難以察覺的亂象,藉由從容不迫的事後審 查,法院得以抽絲剝繭;檢警若有違法濫權情事,在確認違法之訴的公告裁判書中,自然無所遁形。
相較之下,我國事後救濟僅有《刑事訴訟法》的抗告和 準抗告途徑,更離譜的是,條文文字還漏未規範通訊監察。筆者雖再三呼籲應匡正此項立法漏洞,但多年來聽者藐藐。於是,儘管《通訊保障及監察法》洋洋灑灑明 定了事前法官保留、列舉重罪原則及比例原則,但到底具體個案中這些法定門檻被遵守了沒有?卻是在非所問、無人審查!

從制度面防濫監聽

欠缺事後法院審查,僅是現行監聽法制漏洞的冰山一角。其他諸如另案監聽之限制、通聯紀錄之法律保留、國會通訊監察監督委員會或監察使(Ombudsman)之設置,都是我國法相較於歐洲法及德國法的權利保護漏洞。這些隱疾,在此次監聽風暴果然也一一發作。
立委諸公們,個案公審檢察總長,適可而止;當事人對簿立院(而非法院),更應三思。亡羊補牢,彌補通訊監察的立法漏洞,才是防範濫權監聽、維護基本人權的制度出路!
國立台灣大學法律學院教授

2013年9月29日 星期日

對於一個CEO而言,直接報告的人數14人剛好 Morris Chang


台積電(2330-TW)(TSM-US)董事長暨總執行長張忠謀將於11月接掌台積電RD部門。屆時直接向他報告人數將增至14人;張忠謀說,他對RD向來很有經驗,這樣的報告規模,對於一個CEO而言剛好。
張忠謀出席活動時,回應外界提問台積共同營運長暨副總經理蔣尚義宣布將於今年10月退休一事,做上述表示。
他說,他「對RD向來很有經驗」,未來親掌RD部門後,向他直接報告的人數將從5人增加至14人,這樣的規模,對於一個CEO而言相當正常、剛好。
他補充回應提問也說,執行長的接班人選「沒有再加入其他人的計劃」。

2013年9月27日 星期五

著名顧問公司難熬: 麥肯錫何去何從






麥肯錫不但為全球龍頭企業(和政府)提供建議,同時也率先提出了以下創新的概念:商業並不只是交易,而是項專業,這項專業靠的是強大腦力,而非產業知識或單純的常識。
不過,過去15年,麥肯錫的名聲亦接連遭逢重創。麥肯錫涉入了安隆風暴;2010年,麥肯錫的顧問庫瑪(Anil Kumar)承認將內線消息交給帆船避險基金的拉賈拉特南(Raj Rajaratnam);去年,前麥肯錫管理合夥人古普達(Rajat Gupta)亦因向拉賈拉特南提供內線消息而遭定罪。

專業服務企業越來越難熬。中型顧問公司已經陷入掙扎求生的困境,Monitor Group去年宣佈破產,Booz & Co和Roland Berger也非常擔心自身的未來。麥肯錫是否已開始走下坡?麥當諾(Duff McDonald)在新書《The Firm》中向麥肯錫的未來提出了嚴峻質疑,克里斯汀生(Clayton Christensen)在與兩位同事合寫的文章〈Consulting on the Cusp of Disruption〉中指出,策略顧問的世界即將被徹底顛覆。

麥肯錫的成功倚賴的是無可質疑的正直名聲,如果旗下顧問會散播機密,這家公司自然無法繼續為全球各大企業服務。麥當諾指出,麥肯錫的規模讓它無法避免庫瑪事件再次上演。如今麥肯錫擁有1,200名顧問,它必須繼續成長,但成長也會無可避免地危及它最重要的資產。
麥肯錫的成功亦倚賴其處於最潮流尖端的能力。但最近幾年,麥肯錫似乎是站上了錯誤的尖端。麥當諾指出,麥肯錫導致了石油、天然氣等基礎產業的「金融化」,卻沒有在網路經濟中扮演重要角色。商業的新王者是穿帽T的工程師,不是穿條紋西裝的企管碩士。
克 里斯汀生則是將焦點放在更廣大的主題:過去破壞其他產業的創新力量,現在正襲擊顧問產業。麥肯錫、波士頓顧問及貝恩這三大策略顧問公司,過去因為資訊不透 明而獲益。但克里斯汀生強調,如今光線已經透入了它們的魔法之中,現在的企業越來越有能力衡量結果,也比過去更有能力雇用專家:三大顧問公司目前擁有超過 5萬名的前員工。


三大顧問公司過去擅長將數項不同服務整合為高價的套裝服務,但現在的企業客戶再也不想為此付出高昂費用。克里斯汀生指出,低價競爭者正在侵蝕三大的業務;Eden McCallum靠自由接案人壓低成本,BeyondCore則是以巨量數據取代高昂的低階分析師。

麥肯錫顯然面臨比過去更困難的市場,但它也曾克服許多艱難挑戰,例如在1980年代,波士頓顧問和貝恩就曾搶走了麥肯錫的知識制高點。如今,麥肯錫正在修正部分古普達時代的問題,努力恢復其專業精神。

麥 肯錫還擁有人才和知識這兩項巨大資產。它召募聰明年輕人的能力無人能敵,它擁有令人忌妒的前員工網絡,而且許多人都很樂意受雇於老東家。2011年時,有 超過150名前麥肯錫員工,負責營運銷售額超過10億美元的企業。此外,麥肯錫數十年來大力投資於知識,擁有數量龐大的全球資本主義研究資料,規模恐怕沒 有任何組織能比得上。

比較小型的顧問公司或正許面臨破壞式創新的壓力,但麥肯錫卻擁有難以複製的顧問魔力,而且這方面的需求並未減少。全球 統治階級沉迷於地位又充滿不安全感,決策者害怕克里斯汀生口中的破壞力量。因此他們會向知名顧問尋求安心和肯定,而麥肯錫非常知道該如何利用這樣的心理作 用。如此一來就可以確保麥肯錫的未來,就算沒有人能證明麥肯錫的建議到底有沒有幫助,也無所謂。(黃維德譯)
©The Economist Newspaper Limited 2013
經濟學人英文原文

The Economist
Schumpeter
The future of the Firm
Sep 21st 2013 |From the print edition
McKinsey looks set to stay top of the heap in management consulting.
IT IS one of the engines of global capitalism. Not only does McKinsey provide advice to most of the world's leading companies (and governments). It also pioneered the idea that business is a profession rather than a mere trade—and a profession that thrives on raw brainpower more than specialist industry knowledge or plain old common sense.
Yet McKinsey's name has suffered a succession of blows in the past 15 years. The Firm, as it calls itself, was deeply involved in the Enron debacle: the energy company's boss, Jeff Skilling, was a McKinsey veteran who praised the consultancy for doing "God's work", and the McKinsey Quarterly published articles on Enron as enthusiastically as Hello! runs pieces about the Beckhams. In 2010 Anil Kumar, a McKinsey consultant, admitted passing inside information to Raj Rajaratnam of Galleon, a hedge fund. Last year Rajat Gupta, a former McKinsey managing partner, was also convicted of passing inside information to Mr Rajaratnam.
Life is getting tougher for professional-services firms. Midsized consultancies are already suffering: Monitor Group went bankrupt last year—Deloitte later bought it for $120m—and Booz & Co and Roland Berger are agonising about their futures. If the legal profession is anything to go by, worse is to come: Dewey & LeBoeuf collapsed last year after borrowing heavily in a dash for growth, and other elite law firms are struggling to win business.
So, are McKinsey's best days behind it? Two new publications offer some interesting answers. "The Firm", by Duff McDonald, is a generally admiring book that nevertheless asks hard questions about the organisation's future. "Consulting on the Cusp of Disruption", by Clayton Christensen and two colleagues, is a penetrating article in the October Harvard Business Review, arguing that the comfortable world of the strategy consultancies is about to be turned upside down.
McKinsey's success depends above all on an unimpeachable reputation for integrity. It cannot continue to serve most of the world's leading companies (including working simultaneously for competitors) if its consultants are willing to spill secrets. Mr McDonald argues that the firm's size makes it impossible to avoid repeats of the Kumar problem. It is now a giant factory with 1,200 consultants rather than the cosy club of old. The firm has to keep growing, not least to provide its partners with the $1.5m or so a year that they earn. But every time it grows it puts its most important asset at risk.
McKinsey's success also depends on its ability to remain at the cutting edge of business. But in recent years it has seemed to be on the wrong cutting edge. Mr McDonald points out that whereas McKinsey has led the "financialisation" of basic industries such as oil and gas, it has had little if any role in shaping the giants of the internet economy, such as Apple and Google. The new lords of business are engineers in hoodies, not MBAs in pinstripes.
Mr Christensen focuses on a bigger subject: how the forces that have disrupted so many other businesses, from steel to publishing, are disrupting consulting. The big three strategy consultants—the other two are the Boston Consulting Group (BCG) and Bain—are masters of opacity. But Mr Christensen argues that light is being let in on the magic. Companies are getting better at measuring results and demanding value for money. They also have access to more business expertise than ever before: the big three have more than 50,000 living alumni.
The big three have been masters at bundling lots of different services into a single, high-priced package. But clients no longer want to pay fat fees for a bit of strategic advice from a senior partner and a lot of humdrum work from neophytes. Mr Christensen says low-priced competitors are beginning to dismember the consultants' business. Eden McCallum cuts costs by deploying freelancers, most of whom once worked for the big three. BeyondCore replaces overpriced junior analysts with Big Data, crunching vast amounts of information to identify trends.
McKinsey clearly faces a more difficult market than it is used to. But it has overcome serious challenges before—such as in the 1980s, when it lost the intellectual high ground to BCG and then Bain before regaining it. The firm is fixing some of the problems from the Gupta era. It has elected two successive managing directors, Ian Davis and Dominic Barton, who have worked hard to restore its professional ethos. Mr Barton urges companies to embrace "long-term capitalism" rather than "quarterly capitalism" and corporate responsibility rather than financial engineering: the very opposite of the Enron-era McKinsey's gospel.
Old boys (and girls) everywhere
McKinsey also has two huge assets: talent and knowledge. It retains an unrivalled ability to recruit hundreds of clever young people and turn them into an army of problem-solving worker ants. It also has an enviable network of alumni, many of whom are happy to hire their old employer: in 2011 more than 150 ex-McKinseyites were running companies with more than $1 billion in annual sales. The firm has also invested heavily in knowledge for decades: perhaps no other organisation has as much interesting data on global capitalism.
Though lesser firms may be facing disruption, McKinsey dispenses a special sort of consultorial fairy-dust that is hard to replicate, and as much in demand as ever. The global ruling class is seized with a toxic combination of status-obsession and status-insecurity. Decision-makers also fear being swept away by one of Mr Christensen's disruptive forces. They seek constant reassurance and reaffirmation from prestigious institutions. McKinsey knows better than almost anyone how to exploit this peculiar mindset. That will guarantee the Firm a solid future, even if no one can prove that its advice actually does any good.
©The Economist Newspaper Limited 2013

2013年9月25日 星期三

美國速食業炸薯條新戰線: 讀Burger King launching lower-calorie french fry

我們在fb上有些論戰.
我只把我的結論和原文寫出:


我讀此篇報導"寫得很好(精彩的個案寫作).差別完全在供應商研發出的新裹粉配方.妙的是對手麥當勞的反應..... 從商業角度看Burge KING 想訴之"熱量的減少並提高其售價"的方式  可能不見得是一種成功的市場區隔. 我希望幾年後 可以有Follow up的文章.



Burger King launching lower-calorie french fry

Sep. 24 10:36 AM EDT




Burger King French Fry
 
This undated image provided by Burger King, shows the new french fry that the company says has 20 percent fewer calories than its regular fries. The “Satisfries” will cost about 30 cents more than its regular fries. (AP Photo/Burger King, Noel Barnhurst)
NEW YORK (AP) — Burger King wants people to feel less guilty about gobbling up its french fries.
The world's No. 2 hamburger chain is launching a new crinkle-cut french fry on Tuesday that it says has about 20 percent fewer calories than its regular fries.
The chain says a small order of the new "Satisfries" clocks in at 270 calories because of a new batter that doesn't absorb as much oil. By comparison, a small order of its regular fries, sans crinkles, has 340 calories.
The concept of taking an indulgent food and removing some of the guilt isn't new, of course. Supermarkets are filled with baked potato chips, 100-calorie packs of popular treats. Such creations play on people's inability to give up their food vices, even as they struggle to eat better. The idea is to create something that skimps on calories, but not on taste.
Burger King executives say people won't be able to tell that Satisfries are lower in calories. It says they use the same ingredients as its regular fries — potatoes, oil and batter. To keep kitchen operations simple, they're even made in the same fryers and cooked for the same amount of time as regular fries.
The difference is that the proportions of the batter's ingredients are adjusted so that it blocks out more oil, Burger King says. The crinkle-cut shape is in part so workers will be able to easily distinguish them from the regular fries when they're deep frying them together.
"You need to make things as simple as possible," says Eric Hirschhorn, Burger King's chief marketing officer.
Alex Macedo, head of North American operations at Burger King, said the chain worked with one of its potato suppliers, McCain Foods, to develop the lower-calorie fries. He said McCain can't sell the fries to other fast-food clients and that different suppliers might have a tough time imitating them.
Reporters were given a preview of the fries at a New York City hotel last week. Attendees were each served a carton of the fries that look and taste like any other fries, even leaving the familiar grease stains in their paper cartons.
Burger King led off its presentation by comparing the fries to the "leading french fries," which are made by McDonald's. On a pound-for-pound basis, executives noted that the new fries have 30 percent fewer calories than those served at the Golden Arches.
The comparison to McDonald's may prove to be confusing for some, since fast-food chains each have their own definitions of what qualifies as a small, medium or large.
A small serving at McDonald's, for example, weighs considerably less than a small order at Burger King. As a result, a small order of McDonald's fries has 230 calories — which is still less than the 270 calories for a small serving of Burger King's Satisfries. A "value" order of Satisfries at Burger King — which is closer in weight to the small size at McDonald's — has 190 calories.
When asked if it had any plans to introduce lower-calorie fries as well, McDonald's said in a statement that it remained focused on serving the "iconic" fries that its customers love. McDonald's fries aren't battered like Burger King's fries.
Satisfries is the latest gambit by Burger King Worldwide Inc. to revive its image after a series of ownership changes. 3G Capital, the Brazilian private investment firm that bought the chain and took it private in 2010, unveiled a revamped menu last spring right before announcing a deal to take the chain public again.
The deal was structured in a way that let 3G more than recoup the $3.26 billion it paid for the chain, while maintaining a majority stake. Burger King's stock price is up 37 percent over the past year and trading close to $20 per share.
Despite ramped up new menu offerings, sales at Burger King locations open at least a year slipped 0.5 percent in the U.S. and Canada, where it has about 7,200 locations. The metric is a key gauge of health because it strips out the volatility of newly opened and closed locations.
Still, Burger King is betting Satisfries will be so popular that people will be willing to fork over more money for them. The suggested price for a small order of Satisfries is $1.89, compared with $1.59 for regular fries. That's a 19 percent markup.
At the event in New York, Burger King had registered dietitian Keri Gans said Satisfries were about giving people a way to make a small change and still enjoy the foods they love.
"We're not trying to change the world," Hirschhorn agreed.
______________
Follow Candice Choi at www.twitter.com/candicechoi

Onionhead Cerebrum‎‏是最先提出此文的
隔天他又補充

對習以漢堡+薯條為餐飲的美國人,攝取的熱量多寡會是斤斤計較,揣測這是美聯社發稿的因由。 今天也看到華爾街日報也刊載漢堡王的新品炸薯,對美國的媒體來說,這可能是一則大新聞。這是WSJ的報導:http://on.wsj.com/19x3HA9 。‎


薯條~是午後三點半的點心勝品。

下午體力耗竭之際,點一杯咖啡,再來一包剛炸出來的薯條。稍事休息,充電續航,理理思緒,好整以暇。

美聯社(AP)美國東岸時間2013/9/24以題為「BURGER KING LAUNCHING LOWER-CALORIE FRENCH FRY」報導漢堡王(Burger King)推出的新品小包炸薯「Satisfries」。新品炸薯採用波浪型切條(crinkle-cut),並裹上新配方的麵衣(new batter),說可大幅降低20%的吸油,相較於常態非波浪型切條炸薯的340卡熱量,新品炸薯僅只有270卡而已。

姑罔聽之。不過還是難免要存疑滴沽。這,美聯社該不會有業外投資漢堡王吧!


圖片與新聞來源:
http://goo.gl/IQM2uE

--

Burger King Tries New French Fries

Chain Goes After 'Lapsed Users' by Promising Fewer Calories and Less Fat


As people cut back on french fries, Burger King is going after what it calls "lapsed users" with new fries that promise fewer calories and less fat.
[image] Burger King Worldwide Inc.
Burger King's new french fries, which the chain calls 'Satisfries.'
On Tuesday, Miami-based Burger King Worldwide Inc. BKW +0.25% will roll out lower fat, lower-calorie fries at all U.S. locations. Called Satisfries, the fries have largely the same ingredients as Burger King's classic fries, but a less porous batter to keep out more oil during cooking, said Eric Hirschhorn, chief marketing officer for Burger King North America.
The new fries are marketed as having 30% fewer calories and 40% less fat than McDonald's MCD -0.16% fries, the best-selling fries in the U.S. Burger King's smallest size of the new fries, called a value size, is 190 calories. The calorie claim is less significant compared with Burger King's classic fries, coming in at about 20% fewer calories and 25% less fat, said a spokeswoman for Burger King.
As people cut back on french fries, Burger King is going after what it calls "lapsed users" with new fries that promise fewer calories and less fat. Sarah Nassauer joins Lunch Break to taste-test the new menu item. Photo: Burger King.
Burger King hopes to please consumers who love fries but are cutting back on the snack for health reasons, said Mr. Hirschhorn. Overall U.S. french fry consumption in recent years has slowly decreased, said Harry Balzer, vice president at NPD Group, a consumer research firm that surveys eating behavior. Still, french fries are the second most ordered item at restaurants after soda, said Mr. Balzer.
Burger King gave the new fries a crinkle cut to "mitigate confusion" with its classic fries, which have a straight cut, Mr. Hirschhorn said. They will sell for about 25 cents more than Burger King's classic fries except in kids' meals.
The move is the latest in the high-margin, fast-food fries war, where tinkering with a beloved food can be risky. In the late '90s, Burger King reworked its french fry recipe, hoping to grab customers from McDonald's, only to see that version flop. It tinkered with the formula again in 2001. In 2011, Burger King changed its classic fries recipe yet again, making them slightly thicker and less salty. The year before, Wendy's replaced its fries with "Natural-Cut" fries with sea salt and potato skin left on.
McDonald's Corp. doesn't have a history of tinkering with its fries recipe. The burger chain announced it would reduce to trans-fats in its fry recipe in 2002; the company didn't fully eliminate trans fats until 2008. Company executives said at the time that the delay was necessary to find an oil that didn't alter the taste of its fries.
In recent years, fast-food restaurants have added a raft of premium-priced items like smoothies and oatmeal to menus to draw in more health-conscious consumers and appease heath advocates taking aim at processed food manufactures. None have become top sellers.
At Burger King, items like salads, smoothies and wraps "are doing real well, but they pale in comparison to french fries," in terms of consumption, Mr. Hirshhorn said.
To avoid retrofitting thousands of restaurants, the new fries "had to be operationally the same," said Alex Macedo, president of North America for Burger King. Satisfries are prepared in the same way as classic fries, cooked in the same oil and fryers for about three minutes, he said.
When it comes to calorie counts, fried foods can be among the most difficult to accurately predict, as small changes in frying temperature and other variables can drastically alter the amount of high-calorie oil absorbed by the food, said Nicole Ring, director of nutrition for Healthy Dining, a San Diego-based firm that compiles calorie information for restaurants using computer software. (The company doesn't work with Burger King, she said.) Burger King extensively tested the calorie claims on it new fries, Mr. Hirschhorn said.
The new fries will be produced by McCain Foods Ltd., based in Florenceville, New Brunswick, Canada, which makes fries for McDonald's, Wendy's and Burger King.
—Julie Jargon contributed
to this article.
Write to Sarah Nassauer at sarah.nassauer@wsj.com

2013年9月24日 星期二

經常: 無知勝於假知: 從所謂"懶螞蟻效應"說起


 今天網友的一些貼文

hc: 說話重點.其實我們對螞蟻等的知識可能還很有限.寫生物社會學的Wilson 約二十年前出版磚塊級的專書..... 我想應該先讀讀Wikipedia關於ant的介紹. 我去讀http://en.wikibooks.org/... 你的貼文讓我了解中國現在的教育之缺陷: 處處是"想當然爾". 胡亂想像某些報導與某些所謂的"原理" (此case 是20-80原則).......我還是要謝謝你. 經常: 無知勝於假知.




西 方人對螞蟻做過研究:有20%左右的螞蟻都不做事;另外80%的工蟻不停地找食物、運送東西,研究人員把那20%的螞蟻抓走。過了不久,蟻窩內部又有 20%的螞蟻不做事了。他們又把它們抓走,再過一段時間,仍然還有20%的螞蟻不干事。他們後來終於弄明白了:這20%的螞蟻是在用腦子工作,是螞蟻中的 知識分子。
西 方人對螞蟻做過研究:有20%左右的螞蟻都不做事;另外80%的工蟻不停地找食物、運送東西,研究人員把那20%的螞蟻抓走。過了不久,蟻窩內部又有 20%的螞蟻不做事了。他們又把它們抓走,再過一段時間,仍然還有20%的螞蟻不干事。他們後來終於弄明白了:這20%的螞蟻是在用腦子工作,是螞蟻中的 知識分子。


hc問:  請問根據的?
友答:  不知道。只是轉貼而已,對螞蟻的世界,我一無所知。或許鍾先生能開列些書目,讓我一睹為快。........螞蟻果然很忙!還要參予企業管理研究!而且從所謂的西方人研究,這下又變成了日本北海道大學進化生物研究小組~ @@?

http://wiki.mbalib.com/...

懶螞蟻效應:懶於雜務,才能勤於動腦日本北海道大學進化生物研究小組對三個分別由30只螞蟻組成的黑蟻群的活動進行了觀察。結果發現。大部分螞蟻都很勤快地尋找、搬運食物,而少數螞蟻卻整日無所事事、東張西望,人們把這少數螞蟻叫做“懶螞蟻”。

 hc: 謝謝你找的這.它也是胡說八道的假知識之亂發揮.

友:  謝謝鍾先生一言破疑解惑,既然是胡說八道,就不必管它了。感謝先生讓我省心。


2013年9月23日 星期一

富士康山東煙台廠 驚爆械鬥數十傷(無法應付員工的社會衝突)

貴州人大舉到山東工作   此所以為什麼富士康要在那兒設新廠
富士康的工廠規模都過大. 幾乎無法應付員工的社會衝突
 今天24日的消息說此事件無人死亡.  又發生在"廠外"........

富士康山東煙台廠 驚爆械鬥3死數十傷
台灣鴻海集團投資的中國富士康集團山東煙台廠,中秋節驚傳工人集體鬥毆事件。廠內宿舍區貴州工人和山東工人激烈械鬥,據聞是因兩對情侶在廠外網咖發生爭執而引發。中國官方媒體暫避不談。

根據《中國茉莉花革命》網站23日提供的影片和報導,這起衝突首先起於19日的中秋夜,之後21日雙方械鬥再起。消息指稱,事件造成3人死亡,其中2名死者是貴州人,另1名則是山東人。20多人重傷住院,輕傷數十人。

《中國茉莉花革命》網站報導,2013年9月19日中秋夜,山東煙台市富士康科技工業園E區宿舍,2百多名貴州籍員工赤裸上身,手持鋼管、棍子、砍刀,喊著「是山東人就打」,口號橫掃了兩棟宿舍樓。

山東籍員工紛紛拿起武器反擊,雙方數百人大火拼。隨後趕來7輛警車,數十名員警、警衛束手無策,現場一片混亂。

21日雙方再起衝突,赤裸上身的貴州籍員工手拿棍棒刀,見到穿衣工人就打,宿舍、餐廳及網吧全都被砸。大批特警、武警進入園區鎮壓,上百人被捕,大多是貴州人。

《中國茉莉花革命》網站報導,據聞事件起因是2對情侶在網咖上網時,2女發生爭執,雙方分屬貴州與山東籍的男友為女友出頭因而大打出手,並砸壞網咖電腦。網咖老闆偏袒在地的山東人,貴州人深感憤怒,趕回富士康宿舍糾集同是貴州出身的同鄉報復山東人。

根據蘋果日報23日報導,中國媒體對此訊息大多閉口不提,僅透過微博等方式傳遞。不少網站甚至將械鬥影片刪除,官方則暫未證實事件或作出評論。新頭殼查閱中國官方各大媒體,確實尚未有此新聞的相關報導。

此外,網路百度(Baidu)貼吧中的「煙台富士康吧」,同樣也是烽煙四起。山東在地的網友義憤填膺,號召「山東的同胞們我們要團結」,或以「狗X」、「窮鬼」等字眼辱罵貴州人。但也有網友呼籲冷靜,「山東人,還是和氣生財吧!」「誰都年輕過,別為一時衝動買單。」

影片說明:分別為19日與21日煙台富士康E區宿舍貴州人與山東人數百人大火拼。影片來源:「Peter Ho」頻道,標準YouTube授權。

 

富士康煙台廠鬥毆 11人輕傷


19:31:05
(中央社台北23日電)山東省煙台經濟技術開發區管理委員會今天表示,富士康煙台工業園E區少數員工20日、21日在廠外商家聚集喝酒,酒後爭執導致鬥毆,造成11人輕傷入院治療,迄今無重大傷亡。

中新社報導,山東煙台經濟技術開發區管委會指出,富士康煙台工業園E區少數員工在酒後爭執發生鬥毆後,現場約有300、400人圍觀,造成11人輕傷入院治療,但截至目前為止,沒有重傷,也無人死亡。

事情發生後,煙台相關部門非常重視,官方第一時間成立現場工作組,及時控制局面,對受傷者送醫院檢查治療。目前事態已平息,廠區生產並未受到影響。

報導說,富士康煙台工業園位於煙台經濟技術開發區,是富士康在中國大陸重要的工業園區之一。

針對富士康煙台廠區員工滋事意外,鴻海今天指出,對滋事員工進行教育處理,目前事態已平息。1020923

2013年9月22日 星期日

企業值得嘗試社交媒體

 企業值得嘗試社交媒體Unruly聯合創始人薩拉•伍德為英國《金融時報》撰稿

如此之多的公司仍不確定是否該擁抱社交媒體,接受其風險與回報,這讓人有點驚訝。
今年7月,美銀(Bank of America)想通過社交媒體回應某些憤怒的活動人士在Twitter上發的帖子。但回應乾癟謹慎,反而加深了人們認為這家銀行過於冷漠的看法。一人怒氣沖沖地說:“你們的Twitter帖子像是電腦生成的。就像你們沒心沒肺一樣。”
上週,達美樂比薩(Domino's Pizza)受到嘲笑,因為它的一名員工在其Facebook主頁上誤把恭維當成了投訴,竟然因為向客戶提供一頓美味比薩而表示道歉。
某個品牌說了一些不真實或者僅僅是幼稚的話,就被淹沒在網絡怒火中。這還是在發現語法錯誤之前。
不過,打造“社會化企業”確實有好處。這樣的企業創造條件,鼓勵員工代表企業公開在社交媒體上發言,在內部社交平台上互動。研究人員越來越多地利用統計數據證明,採納社交化倡議的企業在市場上推出產品的速度更快,影響更大,或者在開設內部社交網絡的企業裡,員工更願意在危機時支持自己的企業,推薦本公司的產品和服務。
是什麼支撐了這些“社交化”主張?首先是為了進行市場營銷:員工討論營銷活動,能夠放大活動效果。如果出現危機,他們能迅速澄清錯誤信息。
不過,此外還有其他好處。例如,在Tumblr上創建並分享工作場所照片,或者在Spotify上創建並分享播放列表,能夠提醒顧客、員工以及潛在的新員工:這裡的企業文化有不同尋常之處。 Adobe在Instagram上以圖敘事,為其商業軟件品牌添加人性化色彩,同時邀請僱員在Instagram上用Adobe井號標籤(##)公開分享照片,使他們對攝影的熱愛得到充分展示。 Adobe在2月19日舉辦的“生活中的一天”Instagram活動選出了86張照片,在24小時內其8個辦公室就發表了5853條留言。
在產品開發中,公共社交媒體平台提供了不間斷的焦點小組。菲多利(Frito-Lay)打造了一款“I'd Eat That”應用,顧客用它可以設計薯條口味,投票給自己喜歡的口味。
人們很容易把這些倡議看做一時潮流。但創新依賴於各方面的參與者以及快速反饋。
著手在一家企業中植入社會化元素,可能會引起組織結構上的不適,但“社會化企業”能夠​​把所有員工的能量和專長充分調動起來。號召員工參加“社交小分隊”,社交超級明星就會順其自然地誕生。通過眾包方式讓員工一起完成企業的社會化媒體指南,就像IBM的做法一樣,這樣大家從一開始就會產生參與感。投資培訓、建立點對點的“社交診所”並明確你的批准流程。
高管的積極參與舉足輕重。邁克爾•戴爾(Michael Dell)和Zappos的謝家華(Tony Hsieh)這些首席執行官的Twitter帖子發出來自最上層的信息,表明他們的企業是社會化企業,每一位員工都能參與發揮作用。
不過,可以說,高管能夠給出的最重要的指導就是讓大家知道,說錯話並不是世界末日。每個人都會失誤,儘管美銀和達美樂引發嘩然,但社會化媒體的受眾通常對承認自己錯誤、一時疏忽但行為優雅的人士都是非常寬容的。如果在社會化媒體上犯了錯誤,那就加入對話,承認#失敗。幾週前,達美樂就是這麼做的。該公司告訴數字媒體與營銷網站Digiday的記者,“有時,真實的人會犯下真實的人會犯的錯誤,這就是一次這樣的錯誤。錯誤出現了。自然,我們都為此感到有點臉紅,但我們已經糾正了。”
換言之,沒有什麼十惡不赦之罪,沒有社交媒體車禍。只是一名工作人員邊學邊做而已。
在這個時代,消費者希望自己向其購買的品牌和企業表現得像真正的人一樣,真實、“有心有肺”(美銀就沒指責沒心沒肺)。我們會看到更多企業依靠員工來提供人性化色彩。員工會犯錯。但在出現錯誤時,我們都應更加寬容一些。
本文作者是Unruly聯合創始人

 

企业值得尝试社交媒体

Unruly联合创始人 萨拉•伍德 为英国《金融时报》撰稿
如此之多的公司仍不确定是否该拥抱社交媒体,接受其风险与回报,这让人有点惊讶。
今年7月,美银(Bank of America)想通过社交媒体回应某些愤怒的活动人士在Twitter上发的帖子。但回应干瘪谨慎,反而加深了人们认为这家银行过于冷漠的看法。一人怒气冲冲地说:“你们的Twitter帖子像是电脑生成的。就像你们没心没肺一样。”
上周,达美乐比萨(Domino’s Pizza)受到嘲笑,因为它的一名员工在其Facebook主页上误把恭维当成了投诉,竟然因为向客户提供一顿美味比萨而表示道歉。
某个品牌说了一些不真实或者仅仅是幼稚的话,就被淹没在网络怒火中。这还是在发现语法错误之前。
不 过,打造“社会化企业”确实有好处。这样的企业创造条件,鼓励员工代表企业公开在社交媒体上发言,在内部社交平台上互动。研究人员越来越多地利用统计数据 证明,采纳社交化倡议的企业在市场上推出产品的速度更快,影响更大,或者在开设内部社交网络的企业里,员工更愿意在危机时支持自己的企业,推荐本公司的产 品和服务。
是什么支撑了这些“社交化”主张?首先是为了进行市场营销:员工讨论营销活动,能够放大活动效果。如果出现危机,他们能迅速澄清错误信息。
不过,此外还有其他好处。例如,在Tumblr上创建并分享工作场所照片,或者在Spotify上创建并分享播放列表,能够提醒顾客、员工以及潜在 的新员工:这里的企业文化有不同寻常之处。Adobe在Instagram上以图叙事,为其商业软件品牌添加人性化色彩,同时邀请雇员在 Instagram上用Adobe井号标签(##)公开分享照片,使他们对摄影的热爱得到充分展示。Adobe在2月19日举办的“生活中的一 天”Instagram活动选出了86张照片,在24小时内其8个办公室就发表了5853条留言。
在产品开发中,公共社交媒体平台提供了不间断的焦点小组。菲多利(Frito-Lay)打造了一款“I’d Eat That”应用,顾客用它可以设计薯条口味,投票给自己喜欢的口味。
人们很容易把这些倡议看做一时潮流。但创新依赖于各方面的参与者以及快速反馈。
着手在一家企业中植入社会化元素,可能会引起组织结构上的不适,但“社会化企业”能够把所有员工的能量和专长充分调动起来。号召员工参加“社交小分 队”,社交超级明星就会顺其自然地诞生。通过众包方式让员工一起完成企业的社会化媒体指南,就像IBM的做法一样,这样大家从一开始就会产生参与感。投资 培训、建立点对点的“社交诊所”并明确你的批准流程。
高管的积极参与举足轻重。迈克尔•戴尔(Michael Dell)和Zappos的谢家华(Tony Hsieh)这些首席执行官的Twitter帖子发出来自最上层的信息,表明他们的企业是社会化企业,每一位员工都能参与发挥作用。
不过,可以说,高管能够给出的最重要的指导就是让大家知道,说错话并不是世界末日。每个人都会失误,尽管美银和达美乐引发哗然,但社会化媒体的受众 通常对承认自己错误、一时疏忽但行为优雅的人士都是非常宽容的。如果在社会化媒体上犯了错误,那就加入对话,承认#失败。几周前,达美乐就是这么做的。该 公司告诉数字媒体与营销网站Digiday的记者,“有时,真实的人会犯下真实的人会犯的错误,这就是一次这样的错误。错误出现了。自然,我们都为此感到 有点脸红,但我们已经纠正了。”
换言之,没有什么十恶不赦之罪,没有社交媒体车祸。只是一名工作人员边学边做而已。
在这个时代,消费者希望自己向其购买的品牌和企业表现得像真正的人一样,真实、“有心有肺”(美银就没指责没心没肺)。我们会看到更多企业依靠员工来提供人性化色彩。员工会犯错。但在出现错误时,我们都应更加宽容一些。
本文作者是Unruly联合创始人
译者/倪卫国

2013年9月19日 星期四

朋友! 榮譽制度 不要戴槍上Starbucks 喝一杯 java (美國11, 000家通用)

請顧客不要戴槍上Starbucks而已 :誰是顧客


On September 17th Howard Schultz, who heads Starbucks, released an open letter to customers in America containing a "respectful request that customers no longer bring firearms into our stores or outdoor seating areas." His letter was polite, thoughtful, even-handed and thorough. Cue the predictable outrage from commenters on Mr Schultz's letter and articles reporting his request http://econ.st/18CK8Ee

Starbucks Declares Guns Unwelcome, but Doesn't Ban Them

CEO Letter Thrusts Coffee Chain Deeper Into Debate Over Gun Owners' Rights to Carry Firearms in Restaurants


    By
  • JULIE JARGON
Starbucks Corp. SBUX +1.70% on Wednesday asked gun owners to stop bringing their weapons into its cafés, thrusting the coffee giant deeper into a national debate over firearms that has proven vexing for retailers and other businesses.
The request, made in an open letter from Chief Executive Howard Schultz, was a response to intensifying pressure on the company for allowing customers to openly carry weapons in states that permit it. Gun control advocates had criticized the company for its laissez-faire stance, while gun rights advocates had lauded its position.
In his written appeal, posted Tuesday night on the Starbucks website, Mr. Schultz said the tussle, exploited by both sides of the gun issue, has "become increasingly uncivil and, in some cases, even threatening."   英文說明:tussle
Starbucks Chief Executive Howard Schultz issued an open letter asking customers not to bring firearms into its stores, responding to growing pressure from both sides of the gun debate over its policies. Julie Jargon reports on Lunch Break. Photo: Getty Images.
AP
Open carry gun advocates walk up Minnesota Avenue to Starbucks July 27, 2013, in Sioux Falls, South Dakota at a walk organized by Open Carry South Dakota.
"For these reasons, today we are respectfully requesting that customers no longer bring firearms into our stores or outdoor seating areas—even in states where "open carry" is permitted—unless they are authorized law enforcement personnel," Mr. Schultz wrote in the letter. Starbucks plans to publish the appeal in newspaper advertisements Thursday.
The carefully calibrated statement stopped short of banning guns—as a handful of other retailers have done—at Starbucks's more than 11,000 outlets in the U.S. Mr. Schultz said he wants "to give responsible gun owners the chance to respect our request" and doesn't want to put employees in the position of confronting armed customers. Starbucks doesn't plan to post signs in its stores asserting its position, a spokesman said.

Still, it prompted fresh argument, winning plaudits from gun control advocates and caused some gun-rights advocates to vow they'll get their java elsewhere. Starbucks has "great coffee, but I'm going to be looking for an equivalent," said David Butler, a 56-year-old family physician in Austin, Texas.

Steve LaBadessa
Starbucks has been at the center of the debate for years. A gathering of 'open carry' advocates at a Starbucks in Antioch, Calif., in 2011.

Mr. Schultz's letter followed Monday's shooting rampage by a former Navy reservist at the Washington Navy Yard that killed 12 victims—the latest of several mass shootings over the past year that have intensified the debate over guns. In the interview, Mr. Schultz said his letter wasn't a reaction to the tragedy.

"This is an issue we've been wrestling with for a very long time," Mr. Schultz said in an interview. "I don't think most people expect to see someone walk into a Starbucks with a gun, let alone understand that it's legal to do so in most states… We're not anti- or pro-gun, but we don't believe guns should be part of the Starbucks experience."
Most states allow at least some citizens to carry firearms openly: 29 have no rules prohibiting it, and 15 allow it for those with permits. California allows open carry only in rural areas.
Only five states, plus Washington D.C., explicitly prohibit guns from being openly displayed in public—although local governments in some of the rest of the country also have stricter rules.
Many local governments already restrict people from bringing concealed guns into venues that sell alcohol. Last week, Chicago adopted a ban on concealed weapons in all bars and restaurants that sell liquor.
But others have moved in the opposite direction. In July, North Carolina's governor signed a bill allowing people with concealed-carry permits to bring their guns into bars and restaurants that don't expressly forbid it—a practice that had been previously excluded under its concealed carry law.
For retailers, the issue poses a difficult dilemma. While private businesses are free to bar guns from their premises, only a handful of big chains actually do so, including Costco Wholesale Corp., COST +0.62% CVS Pharmacy, and Chuck E. Cheese's.
Corbis
Last month, gun-rights activists gathered at a Starbucks in Newtown, Conn., a town ravaged by gun violence.
"Costco does not believe that it is necessary for firearms to be brought into its warehouse stores, except in the case of authorized law enforcement officers," the company states on its website.
Many retailers, such as McDonald's Corp., Dunkin Brands Inc. and Wal-Mart Stores Inc., allow guns where permitted by state law, but some struggle with competing customer demands.
"It can be disconcerting to guests and employees who are not familiar with the law to see someone carrying a firearm," says Travis Doster, spokesman for steak chain Texas Roadhouse Inc. TXRH -0.27% He said guests with children sometimes complain to restaurant managers when they see people with guns.
Reuters
Starbucks has more than 11,000 outlets in the U.S., ranking it among the country's biggest retailers.
AP
Starbucks CEO Howard Schultz speaks at the company's annual shareholders meeting March 20, 2013, in Seattle, Wash.
Mr. Schultz, in the interview, said the gun question had become "much more acute this summer with groups on both sides using Starbucks as a staging ground for their own positioning, and that resulted in the marketplace mischaracterizing us as being on one side of the issue or the other."
Gun-advocacy groups recently have held "Starbucks Appreciation Days" around the country, encouraging people to visit Starbucks with guns openly displayed.
John Pierce, co-founder of opencarry.org, a social media portal for the open-carry movement, said that embracing Starbucks helped ensure the cause received attention.
"There has been a lot of effort by the gun rights movement to frame this as a civil rights issue rather than a partisan issue, and the fact that Starbucks, which is seen a liberal leaning corporation, was adopting a very sane tone on the issue was seen as something positive."
Mr. Pierce described the company's new stance as disappointing, and said it had "buckled to pressure."
Last month, a gun rights group in Connecticut used social media to urge gun owners to bring their weapons to a gathering at a Starbucks in Newtown, Conn.—the same city where a gunman killed 20 students and six adults at Sandy Hook Elementary School in December. Starbucks temporarily closed the store before the scheduled event; activists gathered outside.
A group called Moms Demand Action for Gun Sense in America, which formed after the Sandy Hook shooting, countered by organizing "Skip Starbucks Saturday," urging mothers to show up at stores weekly to tell customers about the company's lack of a gun ban.
The group says it has collected approximately 60,000 signatures for a petition urging Starbucks to ban guns and was planning to deliver it to Starbucks's Seattle headquarters. Organizers say the group will now hold off.
Mr. Schultz's statement is "a huge win," said Shannon Watts, founder of the moms group. "If people continue to be disruptive and open carry I am confident they will not let them in their stores and take action. And if they don't we will come back at them full force."
—Ana Campoy, Paul Ziobro, and Allison Prang
contributed to this article.

2013年9月17日 星期二

高速公路收費 應學計程車 (洪鉦凱)

高速公路收費 應學計程車
 
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◎ 洪鉦凱
高速公路免費里程方案若真的實施,那五大都會區或緊鄰重大工業區之高速公路路段勢必湧入大批短程通勤族。如此一來,目前高速公路都會區路段尖峰時間壅塞情形非但無法解決,反而會雪上加霜。
其次,高速公路建造之目的是為了貨暢其流及使南北遠程之行駛時間縮短,但現在反其道而行,成為都會區內最方便且廉價之交通設施,似乎有違目的。至於高公局民調,都會區民眾再怎麼傻,也當然選對自己短程通勤有利之方案。
有 鑑於使用者付費及優惠遠程之原則,筆者建議高公局在規劃相關費率時,可參考現行計程車之計費模式。車輛一上高速公路之匝道即收取基本之必須費用,在此費用 下可行駛十公里之里程,但費率因為是短程,所以必須為最高。過了十公里後逐漸降低費率,而長程通行者過了一定里程數後,則為免費里程。如能進一步規劃平日 車流量偏少之路段給予最大折扣會更好。如此才能達到短程車輛行駛一般道路,長程車輛行駛高速公路,落實道路分級之原則,且才是真正的公平。 (作者為國小教師,南投縣民)

2013年9月15日 星期日

安全第一: 基隆北寧路碧砂漁港附近麥當勞停止營業


這決定表現麥當勞的確是一流的公司,遵守安全第一的要求........
基隆北寧路碧砂漁港附近山坡上的巨石清除作業完成,北寧路前天早上十一點重新開通;附近店家全都忙著重新開業,然而山下最明顯的地標麥當勞,卻還是 沒有營業,原來為了考量麥當勞開設的位置,對於員工和顧客的安危有可能有疑慮,麥當勞決定關閉這個據點不再營業。
麥當勞表示,北寧路上的麥當勞已經營業十五年,做出終止營業的決定他們也相當不捨,但為了顧客和員工在安全上的考量,還是決定不再營業,店內員工將會轉調到其他店家,而目前麥當勞也暫時沒有在基隆市擴點的計畫。

2013年9月12日 星期四

談『社團的經營做為領袖培育經歷』



談『校友會的經營做為領袖培育經歷』

對於一位像我這樣在撰寫回憶錄札記的人,必須時時自省:我的經驗,很可能獨一無二的,one of the kind 的。

類似的歷史的教訓之適用與否,今天《經濟學人》就有一篇關於「北約1999年轟炸Kosovo與今日美國欲轟炸敘利亞一事,在地緣政治的脈絡/上下文之上,是迥然不同的。」
Has Barack Obama's team been studying the Kosovo war and the 78-day NATO bombardment in 1999? According to The New York Times, an American daily, it has. But it is questionable whether there are any relevant lessons for Syria from the Balkans. The geopolitical context is very different http://econ.st/1aEvSCj

我的工作簡歷**1978 中央標準局5-6個月
 1979-80
台灣飛利埔竹北廠技術暨效率-組織發展部(TEO)約近2
 1981-1985
工研院電子工業研究所:勵進會主委、品質稽查部經理  約四年半

工研院電子所的「勵進會主委」---該會由各部門代表(部門指派) 20人所組成,有一點點工會union兼福利委員會的功能,主委 (所內千人員工普選選出,副所長曹興誠先生指點如何參選)待遇類似經理,還必須參加每月最重要的「所務會議」。

我做完一屆(1981-82)主委之後,所長胡定華博士說,一個成功代領勵進會,而有這一年的業績的人,當然有做經理的資格。於是1982年我當上電子所最年輕的經理。

我因為有這種從服務中學習領導的經驗,總希望各種社團組織,都能有類似的「自覺的組織發展」。於是有這一短篇。

2013年9月10日 星期二

分析:黑莓失敗的教訓 (英國《金融時報》 保羅•泰勒, 尼爾•孟希報導)


2013年09月11日 06:35 AM分析:黑莓失敗的教訓英國《金融時報》 保羅•泰勒, 尼爾•孟希報導

5年前,卡麗•西恩(Carrie Sin)進入紐約金融服務行業,開始了自己的職業生涯。自此以後,她的黑莓(BlackBerry)手機幾乎寸不離手。就像全球數百萬白領一樣,她對這部黑莓懷有一種強迫症般的忠誠感。她說:“我總用它工作,始終使用同一款設備讓我感覺更輕鬆。而且,我也習慣了黑莓的鍵盤。”
然而,隨著朋友中買iPhone的人越來越多,黑莓對卡麗的吸引力也開始消失。在社交方面,她的感覺就像其他人都去參加派對了,自己卻仍在忙工作。 “我收不到群發短信,我朋友發郵件談論新款應用時,常常附帶著笑話我一番:'卡麗有黑莓,所以她唯一的應用就是(用它)當鎮紙'。”
於是,今年5月,卡麗終於轉換了陣營。她說,這一體驗“真地像改變人生一樣”。
像她這麼做的人越來越多了。黑莓今年第一財季的訂戶數量減少400萬,至7200萬。黑莓的長期優勢在於像卡麗一樣的企業用戶,但蘋果(Apple)iPhone引領的觸屏與應用推動的智能手機變革,對這一優勢構成了嚴重的衝擊。
在高端客戶當中,黑莓似乎曾經戰無不勝——它是21世紀最初10年的標杆性產品,受到了各界人士的追捧,比如說唱明星、行業領袖、律師甚至美國總統巴拉克•奧巴馬(Barack Obama )。廣為人知的是,奧巴馬當選總統以後,堅決拒絕放棄他自己用的黑莓。
這是黑莓的光輝歲月,那時移動郵件是“殺手級應用”。該公司的設備以迷你全鍵盤、穩定性以及安全性而著稱,幫助定義了新生的智能手機市。
但這樣的日子早已一去不復返。市場調研公司IDC表示,過去4年裡,黑莓佔全球智能手機市場的份額從50%左右降到僅為3%。
上一季度財報顯示,這家加拿大公司的淨虧損出人意料地達到8400萬美元,預計接下來虧損還會增加。儘管該公司推出了搭載黑莓10操作系統(BB10)的智能手機,但新款手機銷量比分析師的目標低了100萬部。
這樣的業績數字以及從股價從峰值230美元跌至約11美元,令黑莓董​​事會大為震驚。最終,黑莓董事會在幾週前決定暫停執行出台不久的扭虧為贏戰略,設立一個特別委員會進行“戰略評估”——多數分析人士認為,黑莓的結局將是被出售或者槓桿收購。
此情此景與2008年黑莓(當時叫RIM)市值達800億美元左右時有天壤之別。 2009年1月,北電(Nortel Networks)申請破產保護,RIM隨後取而代之,成為加拿大科技界的領軍企業。而黑莓的聯席首席執行官、創始人邁克•拉扎里迪斯(Mike Lazaridis)與吉姆•貝爾斯利(Jim Balsillie)像搖滾明星那樣受到追捧。
然而,越來越多的跡象顯示,由於主要圍繞企業大客戶展開銷售的文化積重難返,黑莓沒有利用好智能手機應用火爆的局面,而手機應用即將主導顧客生活的諸多方面。巴茲爾•達賈恩(Basil Al-Dajane)曾在位於安大略省沃特盧的黑莓總部實習過4個月,他把那段時間形容為“蹲地牢”。
22歲的巴茲爾表示:“那時我感覺就像在一家保險公司工作,但他們卻在嘗試打造科技產品。黑莓的業務主要是面向企業的——把企業作為銷售對象,這就是它們的文化。”
在2011年巴塞羅那“世界移動通信大會”(Mobile World Congress)上,貝爾斯利被問及黑莓是否已經脫離顧客、陳腐不堪了。他迅速回答:“我認為,這種說法有失公允”。他還反駁道:“我相信,黑莓的明天會更好。”
實則不然。去年年初,貝爾斯利和拉扎里迪斯下台,原因是業績令人失望,而且越來越多證據顯示,很多顧客(尤其是美國市場上)戒掉“黑莓癮”,換上了更漂亮的蘋果和三星(Samsung)智能手機。
德國出生的工程師托斯滕•海因斯(Thorsten Heins)取代了貝爾斯利和拉扎里迪斯,隨後便著手完成其前任啟動的技術轉型。在董事會的支持下,海因斯押注於新的BB10操作系統,但開發進程過於遲緩——新系統旨在利用好智能手機硬件市場的巨變趨勢(包括向觸屏轉移)。
今年1月底,海因斯推出了BB10系統以及兩款下一代手機:Z10與配備全鍵盤的Q10。此外,海因斯正式宣布RIM更名為黑莓,並在這個尤為棘手的階段,引入歌手艾麗西亞•基斯(Alicia Keys)擔任公司新的創意總監。然而,基斯不久被披露是iPhone的資深用戶。
儘管問題重重,但海因斯與黑莓董事會相信黑莓系統將成為蘋果iOS和三星(Samsung)使用的谷歌(Google)安卓(Android)之外的最佳選擇。海因斯表示,推出新系統標誌著這家加拿大智能手機製造商的“重新啟程”。
但接下來黑莓發現,一旦失去了其“酷勁”,消費者和企業都開始變換陣營,這一趨勢幾乎是不可阻擋的,尤其是在復雜的美國市場。遭遇同樣命運的絕非黑莓一家。摩托羅拉(Motorola)和諾基亞(Nokia)也低估了智能手機革命的衝擊。
黑莓高管尤為懷疑,沒有物理鍵盤的iPhone能否成功。塔克商學院(Tuck School of Business)戰略教授、創新專家羅恩•阿德納(Ron Adner)表示:“他們看看iPhone,然後就像諾基亞一樣,對其不屑一顧。”他認為RIM的問題根源就在於此。他說:“當他們最終認真對待這個問題時,又矯枉過正了。他們把太多注意力和資源投入到消費者及應用商店上了,反而丟掉了在核心企業客戶(企業IT主管)上的優勢:。”
在iPhone推出之際,黑莓得出結論,iPhone沒有物理鍵盤,永遠不會被其核心企業客戶群體廣泛接受,因為這些人要收發大量郵件。拉扎里迪斯在iPhone上市後不久表示:“iPhone局限重大,沒法輕鬆地打字。”
他與其他業界資深人士沒想到的是,iPhone的虛擬鍵盤已經綽綽有餘,移動瀏覽器運行速度快加上大量應用不是免費就是價格便宜,這些帶來的好處遠遠超過其局限。
傑富瑞(Jefferies)分析師彼得•米謝克(Peter Misek)表示:“最終,由於推出BB10以後反響平平,我們認為董事會正在積極考慮將黑莓私有化或者對外出售。”
在BB10推出後6個月,黑莓董事會的想法就出現徹底轉變,凸顯出被蘋果與三星主導的全球智能手機行業殘酷的本質。
但業界知情人士表示,據說至少12個月以來,黑莓聘用的銀行家就一直在兜售黑莓。可能接觸過的企業包括微軟(Microsoft)及其合作夥伴諾基亞;三星;HTC;現在隸屬於谷歌的摩托羅拉;亞馬遜(Amazon);聯想(Lenovo);戴爾(Dell)以及IBM等。可能也接觸過私募股權投資公司Silver Lake Partners等其他企業,但所有企業都對這一提議避之不及。
考慮到黑莓作為國家冠軍企業的地位,有些分析人士猜測,“加拿大式救助”至少能贏得一些時間。當然,在其家鄉沃特盧,人們對黑莓的喜愛是明確無誤的,這裡很多人認為黑莓能通過戰略評估。
在沃特盧擁有8家餐廳的Charcoal Group的管理合夥人喬迪•帕盧比斯基(Jody Palubiski)強調,黑莓的貢獻不僅僅是把該地區打造成了科技中心。在他位於沃特盧Beertown的擁擠餐廳中,喬迪掏出自己的黑莓說道:“我想到的是黑莓幫助建立的所有公園和醫院。我永遠都不會買iPhone。”
挽救措施可能包括黑莓退出變化莫測的硬件市場,專注於軟件和網絡服務。人們猜測可能會有一家加拿大企業對黑莓伸出援手,普雷姆•沃察(Prem Watsa)因“潛在的利益衝突”而決策辭去黑莓董事,這在一定程度上堅定了人們的看法。沃察經營著Fairfax Financial,是黑莓的最大股東。
沃察擁有9.9%的黑莓股份。他曾表示,儘管黑莓陷入困境,但他“目前尚不打算”出售這些股份,據說他正在努力召集加拿大多家銀行和養老金基金組建一個財團,以支持收購競標。
但很多分析人士認為,即便競標獲得成功,拯救黑莓可能為時已晚。
福里斯特調查公司(Forrester Research)的夏爾•戈爾萬(Charles Golvin)表示:“對黑莓剩餘的忠誠支持者來說,不幸的是,曾經輝煌的黑莓設備即將迎來滅頂之災——新款BB10設備的銷量表明,這一平台沒有重獲足夠大的市場份額。”
他們擔心,黑莓不僅無法重振昔日輝煌,還會步其他先驅者的後塵,被人們遺忘。幾週前,一位重要的私人股本公司在被問及對黑莓是否感興趣時,回答是:“還記得Palm Pilot嗎?還需多言嗎?”
譯者/倪衛國

李顯龍2013年新加坡國慶大會上的中文演講

李顯龍2013年新加坡國慶大會上的中文演講

http://www.youtube.com/watch?v=FvC6Fg0rmUo

2013年9月8日 星期日

光大,火大。匯豐控股交易所交易基金(ETF)退市

光大證券:交易故障造成8500萬美元損失


光大證券股份有限公司(Everbright Securities Co., Ltd, 簡稱﹕光大證券) (601788.SH)遞交給上海證券交易所的公告稱火大交易失誤給公司造成了人民幣5.23億元的損失,8月中出現的這次交易失誤曾導致中國股市交易中斷。

這些損失還不包括上週中國證監會對光大處於的8600萬美元的罰款,證監會稱,光大證券進行內幕交易,並在發生異常交易後提供誤導信息。

8月16日,光大證券錯誤地下達了價值數十億元人民幣的基金買單,導致上證綜指短時飆升。

光大證券週六發表的公告中稱,現在公佈的8月份虧損額只是基於初步數據。

證監會還暫停了光大證券的股票和衍生品自營交易。公司的四名高管已請辭,並被處以終身證券市場禁入。

據《第一財經日報》(China Business News)報導,光大證券拒絕了成立一項特殊基金的計劃,此舉的目的是彌補散戶投資者因交易故障導致的損失。這意味著,那些宣稱因光大不當行為蒙受損失的投資者必須通過法律途徑尋求補償。

Chao Deng發稿

****
 

匯豐計劃將大部分香港上市ETF退市


一只基金之外,匯豐控股(HSBC Holdings PLC, HBC, 0005.HK, HSBA.LN)計劃將所有在香港上市的交易所交易基金(ETF)退市。此舉正值匯豐推出這些基金的兩年之後。

對於匯豐MSCI金龍ETF、匯豐MSCI香港ETF、匯豐MSCI中國ETF和匯豐MSCI台灣ETF的退市提議,投資者將於本月晚些時候進行表決。

匯豐在一份發給股東的通知中表示,之所以建議退市,是因為上述基金的資產規模和交投量相對較低。截至8月13日,上述四只基金的資產規模不超過3.12億港元(合4,000萬美元)。

匯 豐環球投資管理(HSBC Global Asset Management )的一位發言人稱,亞洲ETF業務不會關閉,公司仍舊並將繼續管理ABF港債指數基金,而該基金是公司於2005年6月推出的香港首只債券ETF。她還表 示,公司在歐洲等其他市場也提供ETF產品。

這位發言人稱,為了確保產品持續符合客戶需要和業務目標,公司對旗下產品進行了定期評估,考慮的因素包括資產規模、銷售利益、傭金、擴展性和盈利性等等。

她稱,匯豐暫時還沒有在亞洲推出其他產品的計劃。

Sarah Krouse

我從「東海江董事與沈兄」面前走過



我從「東海江董事與沈兄」面前走過

這個題目仿王鼎鈞先生的「我從胡適面前走過」章名 。其實王先生的回憶錄《文學江湖》這之前,還有一章「胡適從我心頭走過」,我把它當作「江董事與沈兄」他們各自在東海的日子和畢業之後的各自回饋。

沈兄是我1971年的室友,老朋友,不過我認為他那天主持會議和發表,ego 太大,應該學習服務和謙卑點………。而江董事,我只是20113月中的一次「關懷母校」(台北)見過,我認為他的東海財務簡報也不錯。

這次會議之後,我與沈兄和外文系的魏老師通信近10封,應該整理出來讓大家稍為了解一下我為什麼只參加那次會議。我這篇是記那10封信中沒談到的。

那次會議中,最重要的是江董事與沈兄在檯面上吵開來,可說不歡而散。那時爭論的問題是東海董事會將校友會的代表排除在董事會之外。「江董事」說理由是過去的經驗讓董事會覺得代表的水準平平,沒什麼貢獻。 (本文所有用詞都是我的,而我在回憶兩年多前的會議。所以表達的是我的了解而已。)

在一家有二百多年的多國籍公司,如果有一級主管在會議當面吵起來,或美其名為『創造的衝突』時,如何處置呢?   有真正的董事長或總經理的公司,或會找江兄和沈兄和他三人,好好攤開來談。不過,那次會議衝突的當事者的主管之一董事長沒出席,蔡總會會長可能也無力或不願伴和事佬。所以,衝突的問題背後的不諒解就留給下次引爆。



東海的陳年問題之一是: 董事會的無心與無力,而且似乎有金剛不壞之身---不過,它是名義的管理資源單位……江董是董事會的BEAN COUNTER, 也談不上生財有道…..
東海不像外國的學校如STANFORD的商學院他們所有開銷中一半以上是校友出的東海靠學費

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